How do organizations plan for, recruit, and select human resources?

"recruitment recruitment branding right-to-work law selection selection interview selective strike strategy shop steward simulation succession planning training and development unemployment compensation union shop worker’s compensation include women, African-Americans, Native Americans, and others. The attempt to find and attract qualified applicants in the external labor market. Presenting an accurate and positive image of the firm to those being recruited. State laws that an employee does not have to join a union. The process of determining which persons in the applicant pool possess the qualifications necessary to be successful on the job. An in-depth discussion of an applicant’s work experience, skills and abilities, education, and career interests. Strike at a critical plant that typically stops operations system-wide. An elected union official that represents union members to management when workers have complaints. A scaled-down version or mock-up of equipment, processes, or a work environment. Examination of current employees to identify people who can fill vacancies and be promoted. Activities that provide learning situations in which an employee acquires additional knowledge or skills to increase job performance. Government payment to unemployed former workers. Nonunion workers can be hired but must join the union later. Pay for lost work time due to employment-related injuries. The human resource management process consists of a sequence of activities that begins with the job analysis and HR planning; progresses to employee recruitment and selection; then focuses on employee training, performance appraisal, and compensation; and ends when the employee leaves the organization. Creating a strategy for meeting human resource needs is called human resource planning, which begins with the job analysis. Job analysis is a process of studying a job to determine its tasks and duties for setting pay, determining employee job performance, specifying hiring requirements, and designing training programs. Information from the job analysis is used to prepare a job description, which lists the tasks and responsibilities of the job. A job specification describes the skills, knowledge, and abilities a person needs to fill the job described in the job description. By examining the human resource demand forecast and the internal supply forecast, human resource professionals can determine if the company faces a personnel surplus or shortage. When a job vacancy occurs, most firms begin by trying to fill the job from within the ranks of their own employees, known as the internal labor market. If a suitable internal candidate is not available, the firm turns to the external labor market. Firms use local media to recruit nontechnical, unskilled, and nonsupervisory workers. To locate highly trained recruits, employers use college recruiters, executive search firms, job fairs, and company websites to promote job openings. During the job search process, firms present an accurate and positive image of the company to those being recruited, called recruitment branding. The selection process helps identify the candidates in the applicant pool who possess the best qualifications for the open position. Typically, an applicant submits an application or résumé and then receives a short, structured interview. If an applicant makes it past the initial screening, he or she may be asked to take an aptitude, personality, or skills test. The next step is the selection interview, which is an in-depth discussion of the applicant’s work experience, skills and abilities, education, and career interests. If the applicant passes the selection interview, most firms conduct background checks and talk with their references. Physical exams and drug testing may also be part of the selection process."